Part 01 – Introduction and Authenticity
A friend said, “My core values are Authenticity, Resilience and Humility.” I value that friendship. They have their reasons for choosing those values.
If you asked someone though, “Why?”; would they be able to tell you those reasons? It sounds like you should have those values anecdotally. Can you say why? This goes to the core understanding of values and delivering them with meaning. Personal Authenticity, Resilience and Humility.
The authentic performer
I love performing music. With a lot of experience in performance, some things are very clear. Authenticity, Resilience and Humility are vital traits of a performer. They enhance the performer’s experience and the audience’s connection to the music.
An authentic performance
Personal expression (authenticity) allows genuine emotional communication. That kind of honesty in a performance can create a powerful connection with an audience. It makes the show more memorable. On stage you can tell the difference when you have that connection. Your quirks, even accidents can become a unique part of the performance.
Authenticity helps develop a unique style and ‘voice’. This sets you apart, building trust and credibility. The connection is genuine and heartfelt, rather than contrived.
A resilient performance
Performing live comes with challenges. Sometimes you make a mistake during a live performance. The challenges can be dealing with criticism, managing anxiety or navigating competition.
Resilience allows you to bounce back, learn from experiences and keep pushing forward. It also gives you the stamina to practise, go to rehearsals and get on stage. You can maintain composure and deliver in all types of conditions. Through application, your bad day becomes better than someone else’s good day.
A humble performance
There’s always room for growth. You can learn from others and appreciate their contributions. Humility can help you stay open to feedback. You can collaborate and remain grounded with success and praise.
Humility encourages a focus on the music and the audience. It fosters a more inclusive and cooperative atmosphere in ensemble settings. Especially when someone else has the solo line. Performers can connect with the emotional and human aspects of the music.
Combined, these values help musicians create engaging performances that resonate with audiences. It’s very measurable in the success of performances and getting booked again.
This experience shows these values may be important in work and business as well. Let’s look at each one in turn. In this article I’ll cover authenticity and then Resilience and Humility.
Authenticity
Authenticity is a noun; a thing. It embodies the concept and extent that someone or something is being authentic.
In the Merriam Webster Dictionary online, the first two definitions of authentic are:
Not false or imitation.
True to one’s own personality, spirit or character.
The authenticity effect
Values:
A business or individual may promote themselves as authentic, ethical or committed to quality. If this promise is false, as was the case in the Volkswagen emissions scandal the costs are obvious. Rigging the emissions software led to the recall of eleven million cars globally. Is that inauthenticity or bad behaviour? In my research, these things seem to get conflated. Though I don’t think authenticity is a moral criteria.
Was it inauthenticity when Elizabeth Holmes, founder of Theranos took her fall? Or is it a lie about a technology that didn’t work? I’m going with it being a fib.
It’s great that Patagonia’s committed to environmental sustainability. They donate a part of their profits to environmental causes. They urge customers to buy less to reduce environmental impact. Though I can’t prove from this example if that’s authentic behaviour. Ethical, good corporate governance, though, still, what makes it authentic?
In 2019 Tom Hanks starred in a film about Fred Rogers, the creator and host of Mister Rogers’ Neighborhood. There are aspects to Fred Rogers that make him possible to explain authenticity. I thought it was a good film, and Fred Rogers’ story intrigued me. I didn’t grow up with the show, though let’s try it out.
By all accounts, Fred Rogers had genuine care and compassion for children. He considered their emotional well-being important. His authenticity was evident on the television show and in how he lived his life.
Rogers resisted many commercial offers that would have compromised his values. He spent decades fostering positive messages to children. He testified before the US Senate in 1969 about public television funding. He had genuine passion and a commitment to quality and educational content for children.
Here are the measures of his authenticity:
Longevity: He was on television for about 45 years. There is a big enough sample timeframe.
Consistency: His actions and beliefs were consistent across that time. Authentic people stay true to their principles even in challenging circumstances.
Transparency: Authentic individuals are open and honest about their intentions, motivations, and mistakes. They don’t hide behind a facade or pretend to be something they’re not.
Alignment: Actions match words. Making promises or declarations and not following through reveals inauthenticity.
Works: We can view episodes of the show and review the historical record.
Legacy: The legacy of works caused enough interest to make the Tom Hanks film. There are testimonies from people who knew and worked with him.
Successful: He was successful in his personal goals.
That’s some good measurement criteria, though authenticity is being true to yourself. It’s not a measure of morals. You could argue that Genghis Khan was true to himself.
You could argue he was around for a while, consistent and didn’t compromise. You could say he left a legacy and was successful in his personal goals.
Oooooh. Being authentic isn’t a measure of morality, it’s just being authentic. This suggests that being authentic can make you more successful.
Whatever your goals, being inauthentic may compromise you if it compromises your beliefs or goals. Linking your authenticity with a moral compass may be the golden ticket (or not).
We could take this criteria and apply it to others. E.g. Warren Buffett, Oprah Winfrey, J.K. Rowling, Bill Gates, Elon Musk, others, or the people we deal with every day. Judging authenticity is in the eye of the beholder it seems. Being authentic seems an aspirational personal choice. Hard to be, though good to keep trying.
Authentic Leadership
Being an authentic leader can have an impact on an organisation. A study in Frontiers in Psychology explored authentic leadership. The study talks about the emotional bond employees develop with an organisation. Leaders who align their actions with their core values, enhance performance and engagement. It says that authenticity in leadership leads to improved individual creativity and performance.
A study in the Asia Pacific Journal of Management “Antecedents and outcomes of authentic leadership across culture: A meta-analytic review” found that authentic leadership has a positive effect on job satisfaction and commitment.
The Harvard Business School has an article discussing the impact of authentic leadership. “Authentic Leadership: What It Is & Why It’s Important”
Authentic Brands
Brands are also affected by authenticity. A study, “Measuring Consumer-Based Brand Authenticity” said ensuring authenticity requires “Managing the tension between commercial imperatives and the espoused values of the brand. Authentic brands have a higher status among consumers, thus resulting in greater loyalty and price premiums. Authentic brands…often garner more press attention than their size merits, and therefore can increase their awareness at little expense.”
The value of a brand is affected by its authenticity. Consumers ask, “Does the brand live up to its values and commitments?”
In 1982 the Tylenol crisis occurred. Several bottles had been laced with cyanide. This led to the deaths of seven people. Johnson & Johnson (the maker of Tylenol) had to recall 31 million bottles. The company’s openness in communication, along with their decision to pull the product helped them regain public trust. Even in the face of this extortion. They had values that they kept to and the public believed them.
Trust
Indications are that authenticity fosters trust and respect. It enhances collaboration and creates a positive work environment. People are more likely to trust your input and rely on you. They know what to expect. Even if your opinions are challenging, they can be relied upon to be your opinions. This can create a sense of psychological safety.
“Studies on psychological safety conducted in collaboration between Google and the Massachusetts Institute of Technology (MIT) found it to be one of the most important factors in creating successful teams and thus high performing, innovative organisations.” – “The Fearless Organization”, Amy C. Edmonson
When it’s known where you stand, you can gather a stronger network. This can offer protection in times of change. For example new leadership or regulatory changes. Authentic behaviour builds a reservoir of goodwill and credibility.
On the flip side, a pattern of inauthentic behaviour can lead to being sidelined for key projects or leadership roles. Lack of genuine engagement can limit career advancement and access to high-trust roles.
Growth
Without authenticity, you may be less likely to engage in open reflection. You may be unable to accept meaningful feedback, or grab learning opportunities. You have to know yourself. You can measure against those values, evolve them, and incorporate good points.
There is a study called “A multicomponent conceptualization of authenticity: Theory and research:” Goldman & Kernis (2002). It explores the role of authenticity in personal well-being and growth. It emphasises embracing your authentic self.
Fakes
An erosion of trust will occur around AI-generated content, deepfakes, and synthetic media. There are more situations where it’s becoming harder to determine what’s real. The credibility of news, information and personal communications are in question. This undermines informed decision making. Detection software is already becoming a growth area. Authenticity has a value.
Social Capital
Success is no guarantee. Inauthenticity can erode social capital. The intangible value of networks, trust, and influence. Faking authenticity may lead to waning influence. Motives and reliability may come into question. It might be harder to meet goals where the public needs to be onboard. This erosion of social capital can limit opportunities for partnership, investment, and innovation. These rely on trust and collaboration, which are critical for sustained success.
Developing Authenticity
Developing authenticity involves aligning actions with your core values. It means fostering self-awareness, and practising integrity in decision-making. If you do want to become the next Genghis Khan then have at it. That’s also authentic, though mixing in some other values may be better in the corporate world.
Self-Awareness:
Values: Understanding your personal values, beliefs, and motivations. Reflect on what matters and guides your actions. Document them.
Emotions: Pay attention to how situations affect your feelings. This allows you to respond well, rather than being impulsive.
Consistency:
Alignment: Be consistent in what you believe and how you behave. At work or in personal life, act in ways that reflect your inner values. Get better at doing this under pressure.
Communicate: Being open and honest in communication fosters trust. This includes admitting issues and expressing your true thoughts. Be clear about your intentions.
Decision-Making:
Ethics: Avoid cutting corners and remain true to your principles. Prioritise the long-term over short-term.
Accountability: Own your decisions. Take responsibility for your choices and actions. Avoid shifting blame.
Adaptability with Integrity:
Be flexible: You can adapt to new information and feedback. You still remain true to your core beliefs.
Stay Connected to Purpose:
Meaningful goals: Choose work and activities that align with passions and values. When your actions serve a higher purpose, authenticity follows.
Empathy:
Relationships: Be genuine in relationships. Show interest in other people’s perspectives without losing your own identity.
Do you need to be authentic?
It’s better to aspire to be authentic, so you have a baseline of values you understand and can evolve. Being authentic isn’t a moral judgement. From my research, it’s sometimes conflated with moral values. In a business setting conflating with those values may have merit.
There’s enough research to say authenticity is a thing and it has an effect.
For the self, being authentic is aspirational. From the outside it’s a judgement call based on evidence and perception.
“True to one’s own personality, spirit or character”
In part 2 I’ll cover Resilience.
More places to look
Goldman & Kernis (2002) – A Multicomponent Conceptualization of Authenticity: Theory and Research & Authenticity and Psychological Functioning This study develops a framework for understanding authenticity and its role in psychological well-being and growth. The second study explores the importance of being authentic to foster psychological health and subjective well-being.
Van den Bosch & Taris (2014) – The Authentic Worker’s Well-Being and Performance: The Relationship Between Authenticity at Work, Well-Being, and Work Outcomes Discusses the effects of workplace authenticity on employee well-being and job satisfaction.
Kifer et al. (2013) – The Good Life of the Powerful This study demonstrates how authenticity, particularly in powerful individuals, enhances subjective well-being.
Matsuo (2020) – The role of work authenticity in linking strengths use to career satisfaction and proactive behavior: a two-wave study It shows how authenticity at work mediates the relationship between strengths and career satisfaction.
Gino et al. (2020) – To Be or Not to Be Your Authentic Self? Catering to Others’ Expectations and Interests Hinders Performance Focuses on the downsides of not being authentic in professional settings and how authenticity boosts performance and lowers anxiety.
Moore et al. (2017) – The advantage of being oneself: The role of applicant self-verification in organizational hiring decisions. Investigates how being authentic during job interviews enhances the likelihood of receiving job offers.
Robinson et al. (2012) – Authenticity, Social Context, and Well-Being in the United States, England, and Russia: A Three Country Comparative Analysis
Cha et al. (2019) – Being Your True Self at Work: Integrating the Fragmented Research on Authenticity in Organizations Analyses how authenticity at work is linked to better performance and overall job satisfaction.
Journal of Happiness Studies (2021) – Does It Pay to Be Authentic? Implications of Authenticity for Life Satisfaction and Psychological Well-Being in a Collectivist Culture Discusses how authenticity in everyday interactions correlates with increased life satisfaction.
Ryan & Deci (2017) – Toward a Social Psychology of Authenticity: Exploring Within-Person Variation in Autonomy, Congruence, and Genuineness Using Self-Determination Theory Focuses on the role of authenticity in achieving self-determined goals and psychological well-being.
Wood et al. (2008) – The Authentic Personality: A Theoretical and Empirical Conceptualization and the Development of the Authenticity Scale Provides a theoretical model and empirical data on how authenticity impacts psychological well-being.
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